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Scott Menter

Author Profile: E. Scott Menter is the VP of Business Solutions for BP Logix, a provider of business process management (BPM) solutions to corporate, non-profit, and government organizations. In addition to technology leadership positions in financial services and higher education, Scott also spent over a decade leading his own identity management software firm. Contact Scott at Scott.Menter@bplogix.com
or http://twitter.com/ESMatBPL.

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Short answer: sure. BPM expertise isn't limited to the vendor or IT community. Slowly but surely, through experience, the recognition of the value of BPM, and the various ways that value can be realized, are trickling into the business. Long...

I strongly recommend working closely with your vendor on the first process. Even the most intuitive BPMS has tricks and best practices with which you'll want to become familiar. Start with something easy, something with good visibility. Let the word...

BPM will always be about process... but “process” may not always mean what it does today. In some sense, this transition has already occurred. As Theo has noted, we've already blown by the process improvement folks buried in their swim...

The key is not letting the tail wag the dog. Collaboration ≠ social. The value of collaboration in the enterprise is obvious. Social is an interesting phenomenon, explosive in the consumer space. But its role in the corporate space is...

Even with all the advances in BPM capability, including process intelligence, collaborative annotation, social media integration, etc., the classics never die. Paper-intensive, email-driven, spreadsheet-captive processes such as capital expenditure requests, HR requests, and policy management, among others, continue to represent...

Whatever metrics you initially target, you need to keep paying attention, because once automated, your processes are going to generate rewards in areas you hadn't even considered. A process deployed to increase efficiency through reduced paperwork suddenly produces even greater...

A process that is undocumented exists only in the minds of its actors. Funny thing is: this is true as well of a process that is documented. Humans being the unpredictable creatures they are, even the most meticulously documented process...

The thing about process is that it isn't the solution to every problem. Of course, here in the BPM community, the domain of problems we focus on is exactly that set which is addressable via process. But within our own...

Ironically: too much process. If you treat a BPM roll-out like a full-fledged SDLC delivery, you will strangle it at birth with the umbilical cord of its own red tape. The strength of BPM is its ability to create rapid...

Max really nailed this one. Social is social, and business is business. He even mentioned one of my favorite (counter-example) use cases: subscriptions. We've found numerous uses for subscriptions in the context of business processes. Are subscriptions "social"? Sure, why...

+1 for Is this referring to Facebook disrupting the accomplishment of actual work? and another +1 for There is already a huge field called social work, and we aren't in it. File under "wish I'd said that"....

CEOs understand sales, they understand finance, they understand supply chain. And yet, their business rests no less on technology and information flow than on those other pillars. But these, the CEO does not grok. (Not to mention HR... but that's...

Yeah, this is exactly correct. BPM offers customers the opportunity to really zero in on the parts of the process that most need improvement. But we rarely if ever see them take advantage of that capability....

Thanks for the hat tip, Peter! I often bemoan the failure of customers to leverage their BPM solutions to create engaging, attractive, and sensible user interfaces. Many BPM solutions offer some pretty sophisticated UI builders (Process Director lets you use...

Big vendors like to create confusion in the marketplace. If you're IBM, do you want to complete with little old BP Logix in the BPM market space? Does that make you look good? No way: that's like like Quinton "Rampage"...

Jim's analogy is a good one, but perhaps not for the reasons he intended. The mat isn't the gymnast's only constraint: she must follow a series of very specific, highly choreographed steps, in the proper order and with great precision....

Bloggers and BPM pundits tend to make a big deal about "maturity", the idea that organizations implement technology along a curve the runs from relatively unsophisticated to highly complex. To my knowledge, this idea was first formally described at Carnegie...

Yes, but you can't really blame them. BPM solutions have become pretty powerful, offering a huge range of options including mobile, multi-media annotation, and social features. The perfect is the enemy of the good: there may be functionality left on...

Scott gets it. What CIOs mean is that, thanks to BPM, they can feel comfortable that a process will run the prescribed way, every time. That's "standardization" to them, and in this age of explosive regulatory growth, it's vital....

Neither a tool nor a component, but rather a designer with a strong sense of user experience. I've found that UX is less about a specific skill set (although certainly folks with strong skills in that area are great if...

Appian is all-in on the social front, but they're holding a weak hand. Social just isn't driving business process, at least not to the extent their marketing message would suggest. ROI. Time to value. TCO. These are true BPM goals....

I'm not sure that all the hair-pulling over BPM and Case Management is worthwhile. I frankly think there are other overlaps, such as BPM and CRM, that make at least as much sense. The invisible hand will nudge the markets...

I'm with Mac McConnel of Bonitasoft, who in reply to this question said, "I cringe when I hear about organizations undertaking monolithic BPM initiatives." Not only is BPM adaptable to a bottom up approach, knocking out specific problems as it...

Comment Threads

OK, so maybe we are still - and for far too long, in my humble opinion - in the early adopter-stage of business process simulation. I have many years of experience as a developer and successful applier of simulation in high tech engineering/manufacturing industries (jet engines, helicopters, HVAC, people movers, fuel cells, etc.). It tool some time before simulation became a key tool, and once it did, those industries never looked back. We aren't there yet in service industries, and the challenges are unquestionably different. However, having been part of the simulation revolution in the engineering arena I have no...